Welcome to the Nexus of Ethics, Psychology, Morality, Philosophy and Health Care

Welcome to the nexus of ethics, psychology, morality, philosophy and health care

Monday, February 6, 2017

Working for an Algorithm Might Be an Improvement

By Elaine OuBloombergOriginally posted January 13, 2017Here are two excerpts:Bridgewater isn’t alone. Offices around the country are deploying tools to continuously monitor and assess employee activity. Complaints about the dehumanizing nature of working for algorithmic bosses such as Uber and Amazon have inspired comparisons to “Taylorism,” a scientific management theory remembered primarily for its use of stopwatches and specialized slide rules (like the one pictured below).(cut)Scientific management doesn’t have to be a dehumanizing experience. Dalio says that Bridgewater's management systems are designed to improve decision-making, conflict resolution, and personal development. This doesn’t necessarily mean removing managers from the equation; it simply recognizes that humans are unique and fallible, and ideally enables them to develop unbiased solutions. Dalio says that Bridgewater employees have a turnover rate of less than 6 percent after the first two years of attrition. Assuming his employees haven’t been turned into cyborgs, he's probably doing something right.The article is here.